Goal planning can be especially helpful in advancing your career and
job hunting, or staring your own business, or becoming self-employed or
freelance.

A good plan identifies causes and effects in achievable
stages. These need not necessarily be very detailed or time-bound unless
the aim requires it.

Having a clear aim begins to define the plan.

For example: a large-scale short-term aim requires a plan with
detail and strict timescales, whereas a goal to achieve a personal life change
within five-to-ten years requires much less detail and scheduling, provided the
crucial causes and effects stages are identified.

Plans can also be structured in different ways according to
individual preference and the various planning tools and methods which exist.
Detailed people prefer detailed plans. Intuitive people prefer broader more
flexible plans. The section on project management
explains some of the common more complex planning methods. Also see for example
the SMART
planning model, which provides an excellent simple basis for outline
planning. The delegation tips also refer to SMART,
and these pointers are helpful for setting objectives for yourself, aside from
other people. Personal goal planning for yourself is rather like delegating a
responsibility to yourself, hence the relevance of the principles of
delegation.

Choose a planning format that you are comfortable using - and
adapt and develop it as you need.

There is no point in adopting a complex spreadsheet if you'll not
enjoy using it. Conversely, if you want to analyse lots of details, then choose
a format which will accommodate this.

Whatever planing format you prefer, all plans begin as a simple
outline, like the planning template provided here.

Beyond this you can add more detail and structure to suit your aims
and preferences, but you must begin with a clear goal, and an outline of
what will make your goal happen.

Note that the overall aim or vision does not have to be limited or
constrained.

Where aims and visions are concerned virtually anything is possible
- for an individual person or an organization - provided the above goal
planning criteria are used.

Here is a simple outline goal planning template and process, which
can be used as the full planning method for certain personal aims, or as an
initial outline planning tool for the most complex organizational vision.

It is structured in stages. You can add more stages and elements (in
other words the factors which cause things to happen) as necessary.

If any element is too big to imagine realistically achieving in one
go, then break it down into further elements.

Even the most ambitious goals and plans are achievable when broken
down and given time.

A plan to achieve a goal or vision is normally best developed by
working backwards from the aim.

Ask yourself at each stage of the plan: "What must happen before
this?"

And then plan to achieve each element, working back in realistic
bite-sized elements, to where you are today.

goal planning template

the aim - level one

Define your aim - clearly and measurably.

My
aim/vision/goal:

Measures:

Timescale:

Write down your aim or vision. Describe it. Clearly define
it so that a stranger could understand it and know what it means.

Attach some measures or parameters or standards (scale,
values, comparative references, etc) to prove that it is achieved.

Commit to a timescale - even if it is five or ten years
away.

Then ask yourself and identify: What factors would directly
cause the aim to be achieved? Insert these below.

direct cause factors - level two

Identify - clearly and measurably - the factors which would
directly cause the aim to be be achieved.

Factors
which will cause the aim to be achieved:

Measures:

Timescale:

1

2

3

4

5

Consider realistically and identify the factors which would
cause the aim to be achieved.

If necessary research this - you will only be kidding
yourself if you guess or ignore an unavoidable aspect.

Write these factors down and clearly define them, again so
that even a stranger could understand them.

Then ask yourself and identify: What enabling factors must
exist or be achieved for these level two causal factors to happen? Insert them
below.

enabling factors - level three

Identify the factors - clearly and measurably - which will
directly enable the directly causal factors to happen or exist. It is natural
for causal factors to depend on a number of enabling factors. The plan
therefore develops like the roots of a tree, or the tributaries of a river. The
numbering is merely a suggestion. Your own plan will be different. Some plans
may contain lots more factors and levels - some plans will contain far fewer.

Factors
enabling the level-two causal factors:

Measures:

Timescale:

1.1

1.2

1.3

2.1

2.2

2.3

3.1

3.2

3.3

4.1

4.2

4.3

5.1

5.2

5.3

Consider realistically and identify the factors necessary
to enable the causal factors.

If necessary again research this.

Write these factors down and clearly define them, again so
that even a stranger could understand them.

If necessary add more rows.

You can improve the linkage of the factors through the
levels by colour or number referencing.

Then ask yourself and identify any earlier enabling factors
which need to happen before level three. If so, add a fourth level and complete
the enabling factors accordingly.

When you have completed your plan, you can then start to
work through the levels - from the bottom to the top.

Adapt your plan as required - especially add new factors as
you discover them, and plan how each can be achieved by incorporating them into
this model.

A natural way to develop this outline planning method is to
use project management tools, such as Critical Path Analysis, or a Gantt Chart,
or the various computerised project tools now available. See the
project management section.

This is a sample template not a fixed structure - adapt and develop
the model to suit your own situation. Add more or remove factors and levels as
you need.

You should add a fourth level if any third level enabling factors
are not already possessed and cannot easily be achieved.

Create your plan from top to bottom.

Implement your plan from bottom to top.

goal planning - in summary

Start with a clear aim.

Define it and understand what will cause it to be achieved.

Break down these causal factors and identify what will enable these
to happen.

Ensure every listed item can be tracked back to achievable enabling
factors - achievable in terms of size and time.

Remember that causal and enabling factors come in all shapes and
sizes. If necessary research what they are for your own aim.

Success is mostly based on understanding what is required for it,
before setting out to achieve it.

For example, enabling factors can include:

resources

tools

knowledge

experience

qualifications

reputation

contacts

style

skills

decisions and commitments

re-direction, re-allocation and prioritization

attitude and outlook

encouragement and support

time and space

maturity and wisdom

energy and enthusiasm

determination and persistence

money and other assets

mistakes and disasters - yes, mistakes and disasters can be very
useful enablers, so it helps to see them in this way

Where you already possess an identified enabling factor, then
re-direct and prioritize it 'upwards' towards your aim and the next relevant
causal factor(s) in your plan. This can even apply for factors like money and
time, where such enablers are often possessed but are currently misdirected or
wasted. The decision and commitment to re-direct and prioritize become the
enabling factor.

Conversely (and perhaps more commonly) if you do not possess a
factor and cannot attain it easily then identify what will cause it to happen,
and extend your plan to a prior level. Apply the logic of the planning method -
identify the prior enabling factors, and extend the plan to a prior level.

Behind every factor lies a cause. When you approach any aim in this
way it becomes achievable.

This is a simple yet powerful approach. Be careful what you wish for
- if you follow this method you will get it.

The use of this material is free
provided copyright (see below) is acknowledged and reference or link is made to
the www.businessballs.com website. This material may not be sold, or published
in any form. Disclaimer: Reliance on information, material, advice, or other
linked or recommended resources, received from Alan Chapman, shall be at your
sole risk, and Alan Chapman assumes no responsibility for any errors,
omissions, or damages arising. Users of this website are encouraged to confirm
information received with other sources, and to seek local qualified advice if
embarking on any actions that could carry personal or organisational
liabilities. Managing people and relationships are sensitive activities; the
free material and advice available via this website do not provide all
necessary safeguards and checks. Please retain this notice on all
copies.